营销价值观与组织绩效关系的实证研究:兼论企业所有制的影响

本文重点讨论了营销学中作为指导企业营销活动的价值观——市场导向与利益相关者导向的理论架构，并检验了利益相关者导向与组织绩效之间的关系。同时，还针对文献中欠缺的中国企业所有制的影响，进行了分析。研究结果发现，利益相关者导向对中国企业的组织绩效具有积极影响。但中国不同所有制的企业，在利益相关者导向和组织绩效上差异很大。     

Labour Market Incentive Structures and Employee Performance

Abstract : This paper uses data from the International Social Science Programme Work Orientations Module to investigate whether there is empirical support for Soskice's (1990, 1991) hypothesis that there is a difference in labour market incentive structures between northern European 'flexibly co-ordinated' systems and the 'uncoordinated' or 'deregulated' systems of the UK and the USA, which generates improved employee co-operation and performance in the former. Labour markets in 'uncoordinated' systems are found to generate the better employee work performance. Little support is found for the existence of a 'flexibly co-ordinated' type of labour market incentive structure. Instead, labour market incentive structures are found to be heterogeneous.     

Factors Influencing Organizational Performance in Gainsharing Programs

Using survey data from managers at 269 establishments in the United States and Canada, this article examines factors influencing outcomes of gainsharing. The ordered probit analyses generally indicated that these outcomes have significant associations with employee involvement, bonus payouts, employee bonus share, bonus group size, consultant involvement, the administration of employee votes, labor intensity, market situation, establishment's financial condition, the average seniority level of employees, union status, and union support.     

企业环境绩效与经济绩效的动态关系模型

企业环境绩效与经济绩效的关系是企业战略管理研究领域里一个比较新的研究对象。现有的研究除方法和数据方面的缺陷外,主要问题是理论模型的解释力不强。本文认为组织能力是企业环境绩效与经济绩效之间内在联系的纽带,一个基于企业组织能力的环境绩效评估体系能够对企业改善环境绩效产生持续的激励作用。据此提出“基于组织能力的企业环境绩效”的理论模型,旨在从环境管理能力建设的角度来讨论企业环境绩效评估的基础方法和原则。     

Wage and Performance Appraisal Systems in Flux: A Japan–United States Comparison

Unionized Japanese and American firms made changes in their wage and performance appraisal systems during the 1990s that were inspired by features of each others' traditional employment systems. Although Japanese firms made greater changes in the wage–setting process compared to American firms, outcomes in Japan changed little. Even with these changes, the wage and performance appraisal systems in the two countries retain distinctive characteristics. In the American firms'"segregation" between white– and blue–collar employees and high– and low–performers remains a feature of wage and performance appraisal systems; the Japanese system maintained its characteristic "integrated" form, but underwent moderate modifications.     

企业内部市场定价:基于行为的理论模型

本文从行为的视角探讨内部市场定价问题。根据内部市场主体之间的合作、竞争行为提出并界定了内部市场结构的概念，将内部市场划分为简单型、合作主导型、竞争主导型、复合型四种结构类型；通过分析企业战略、内部定价对内部市场主体之间合作、竞争行为的影响，得出了企业战略决定内部市场结构应然、内部定价调节内部市场结构实然的结论：以内部市场结构的实然与应然相一致为原则．构建了企业内部市场定价的理论模型，阐述了在各种内部市场结构应然要求下的内部定价方法、决策权安排、绩效考核标准和激励机制等。     

Transformational Leadership and Organizational Innovation: The Roles of Internal and External Support for Innovation*

Leadership has been suggested to be an important factor affecting innovation. A number of studies have shown that transformational leadership positively influences organizational innovation. However, there is a lack of studies examining the contextual conditions under which this effect occurs or is augmented. Therefore, this study aimed to investigate the impact of transformational leadership on organizational innovation and to determine whether internal and external support for innovation as contextual conditions influence this effect. Organizational innovation was conceptualized as the tendency of the organization to develop new or improved products or services and its success in bringing those products or services to the market. Transformational leadership was hypothesized to have a positive influence on organizational innovation. Furthermore, this effect was proposed to be moderated by internal support for innovation, which refers to an innovation supporting climate and adequate resources allocated to innovation. Support received from external organizations for the purposes of knowledge and resource acquisition was also proposed to moderate the relationship between transformational leadership and organizational innovation. To test these hypotheses, data were collected from 163 research and development (R&D) employees and managers of 43 micro‐ and small‐sized Turkish entrepreneurial software development companies. Two separate questionnaires were used to collect the data. Employees' questionnaires included measures of transformational leadership and internal support for innovation, whereas managers' questionnaires included questions about product innovations of their companies and the degree of support they received from external institutions. Organizational innovation was measured with a market‐oriented criterion developed specifically for developing countries and newly developing industries. Hierarchical regression analysis was used to test the hypothesized effects. The results of the analysis provided support for the positive influence of transformational leadership on organizational innovation. This finding is significant because this positive effect was identified in micro‐ and small‐sized companies, whereas previous research focused mainly on large companies. In addition, external support for innovation was found to significantly moderate this effect. Specifically, the relationship between transformational leadership and organizational innovation was stronger when external support was at high levels than when there was no external support. This study is the first to investigate and empirically show the importance of this contextual condition for organizational innovation. The moderating effect of internal support for innovation, however, was not significant. This study shows that transformational leadership is an important determinant of organizational innovation and encourages managers to engage in transformational leadership behaviors to promote organizational innovation. In line with this, transformational leadership, which is heavily suggested to be a subject of management training and development in developed countries, should also be incorporated into such programs in developing countries. Moreover, this study highlights the importance of external support in the organizational innovation process. The results suggest that technical and financial support received from outside the organization can be a more important contextual influence in boosting up innovation than an innovation‐supporting internal climate. Therefore, managers, particularly of micro‐ and small‐sized companies, should play external roles such as boundary spanning and should build relationships with external institutions that provide technical and financial support. The findings of this study are especially important for managers of companies that plan to or currently operate in countries with developing economies.     

The Impact of Market Orientation, Product Advantage, and Launch Proficiency on New Product Performance and Organizational Performance

Some scholars have suggested recently that a market‐oriented culture leads to superior performance, at least in part, because of the new products that are developed and are brought to market. Others have reinforced this wisdom by revealing that a market‐oriented culture enhances organizational innovativeness and new product success, both of which in turn improve organizational performance. These scholars do not reveal, however, through which new product development (NPD) activities a market‐oriented culture is converted into superior performance. To determine how critical NPD activities are for a market‐oriented firm to achieve superior performance, our study uses data from 126 firms in The Netherlands to investigate the structural relationships among market orientation, new product advantage, the proficiency in new product launch activities, new product performance, and organizational performance. We focus on product advantage—because product benefits typically form the compelling reasons for customers to buy the new product—and on the launch proficiency—as the launch stage represents the most costly and risky part of the NPD process. Focusing on the launch stage also is relevant because it is only during the launch that it will become evident whether a market orientation has crystallized into a superior product in the eyes of the customer. The results provide evidence that a market orientation is related positively to product advantage and to the proficiency in market testing, launch budgeting, launch strategy, and launch tactics. Product advantage and the proficiency in launch tactics are related positively to new product performance, which itself is related positively to organizational performance. Market orientation has no direct relationship to new product performance and to organizational performance. An important implication of our study is that the impact of a market orientation on organizational performance is channeled through the effects of a market orientation on product advantage and launch proficiency; subsequently through the effects of product advantage and the proficiency in launch tactics on new product performance; and finally through the effect of new product performance on organizational performance. These channeling effects are much more subtle and complex than the direct relationship of market orientation on organizational performance previously assumed. Another implication of our study is that the impact of a market orientation on performance occurs through the launch activities rather than being pervasive to all organizational processes and activities. A reason for this finding may be that NPD is the one element of the marketing mix that predominantly is the responsibility of the firm, whereas promotion and distribution often are in control of organizations outside the firm (e.g., advertising agencies, major retailers) and whereas the channel or the market often dictates the price. Both implications provide ample opportunities for further research on market orientation and NPD.     

Successful Wage Concertation: The Economic Effects of Wage Pacts and Their Alternatives

Recent debates on pacts have focused on the prerequisites for their emergence, whereas questions of their efficacy have receded into the background. In particular, systematic analyses of the effectiveness of pacts in terms of their capacity to enhance economic performance are missing. The aim of this article is therefore to assess the economic impact of pacts. As the majority of pacts concern wages, the assessment will concentrate on a comparison of the performance of pacts with alternative governance mechanisms for wage policies, that is, alternative pay‐setting modes. The findings show that when wage pacts are endowed with the ability to govern lower‐level pay determination, they are better at enhancing economic performance than other forms of coordination.     

Is It Good to Talk? Information Disclosure and Organizational Performance in the UK

The disclosure of information by management to employees varies significantly between workplaces. The effects of this variance on organizational performance are analysed using WERS98 data. The results show that the impact of information disclosure on organizational performance is more complex than is often assumed in the literature. Overall, there is a significant impact, both direct and indirect, and this varies depending on the level of employee organizational commitment, the type of information disclosed and the performance outcome involved. On the whole, the positive effects are less in union settings and in situations where unions are strong.     

Employment Contacts and Minority-White Wage Differences

We study effects of job contacts on wages in inner-city Boston in 1989 and in the 1982 NLSY. Race/Hispanicity differences in wages are not explained by an absence of contacts among minority youths. Rather, in the Boston data, lower wages of black youths are explained by lower "returns" to their contacts. In the NLSY there is little evidence of lower return to black youths' contacts, but there is evidence of lower returns to Hispanic youths' contacts.     

Industry Wage Differentials and Wait Unemployment

This analysis uses individual-level data to test the industry wage differential-wait unemployment hypothesis. Using the 1988 Bureau of Labor Statistics Displaced Worker Survey, it examines the role of predisplacement industry in determining the length of jobless spells and finds some evidence consistent with wait unemployment. The analysis also considers the incidence of joblessness separately from duration and finds that factors positively related to the occurrence of a spell are not necessarily positively related to its ultimate length.     

Job Attributes and Federal Wage Differentials

As part of the debate on how to treat attributes of a job (as opposed to a worker) when measuring federal differentials, the focus has been on the proper treatment of employer size. Using employer size, we highlight the two extremes in the literature of either holding job attributes constant or of assuming attributes do not transfer between sectors. A third alternative-estimating the extent to which the attribute will transfer-is much closer in value to that generated by holding employer size constant.     

Supportiveness of Organizational Climate, Market Orientation, and New Product Performance in Chinese Firms

Most knowledge development efforts in new product development have focused on Western economies and companies. However, due to its size, rapid growth rate, and market reforms, China has emerged as an important new context for new product development. Unfortunately, current understanding of the factors associated with new product success in China remains limited. We address this knowledge gap using mixed methods. First, we conducted 19 in‐depth interviews with managers involved in new product development in 11 different Chinese firms. The qualitative fieldwork indicated that firm behaviors and employee perceptions consistent with the phenomena of market orientation and the supportiveness of organizational climate both are viewed as important drivers of the new product performance of Chinese firms. Drawing on the marketing, management, and new product development literature this study develops a hypothetical model linking market orientation, supportiveness of organizational climate, and firms' new product performance. Direct relationships are hypothesized between both market orientation and supportiveness of organizational climate and firms' new product performance, as well as a relationship between supportiveness of organizational climate and market orientation. Data to test the hypothetical model were collected via an on‐site administered questionnaire from 110 manufacturing firms in China. The hypothesized relationships are tested using structural equation modeling. Results indicate a positive direct relationship of market orientation on firms' new product performance, with an indirect positive effect of supportiveness of organizational climate via its impact on market orientation. However, no support is found for a direct relationship between the supportiveness of a firm's organizational climate and its new product performance. These findings are consistent with resource‐based view theory propositions in the marketing literature indicating that market orientation is a valuable, nonsubstitutable, and inimitable resource and with similar propositions in the management literature concerning organizational culture. However, this study's findings also indicate that in contrast to a number of organizational culture theory propositions and empirical findings in some consumer service industries, the impact of organizational climate on firm performance in a new product context is indirect via the firm's generation, dissemination, and responsiveness to market intelligence. These results suggest that an effort to improve firms' new product performance by enhancing the flow and utilization of market intelligence is an appropriate allocation of resources. Further, this study's findings indicate that managers should direct at least some of their efforts to enhance a firm's market orientation at improving employee perceptions of the supportiveness of the firm's management and of their peers. This study indicates a need for further research concerning the role of different dimensions of organizational climate in firms' new product processes.     

关系资本、组织学习与研发联盟绩效关系的实证研究

研发联盟是企业获取竞争优势的重要途径。但是大量研究发现,参加研发联盟的企业的绩效却不尽如人意。对此,本文结合交易成本理论、关系资本理论和组织学习理论,利用142家企业调查数据对该问题进行了探索性的研究,并得出如下结论:关系资本和组织学习是提升研发联盟企业绩效的关键因素;关系资本构建的途径包括契约治理和关系治理,其中关系资本与契约治理具有倒U型的非线性关系,与关系治理具有线性的正相关关系;企业开展的组织学习不仅受到自身学习意图的影响,而且还受到关系资本的影响。